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Journal articles on the topic 'Institutional capacity'

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Published: 4 June 2021
Last updated: 31 January 2023

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1

Shordt, Kathleen, and Marielle Snel. "Building institutional capacity for sanitation." Waterlines 20, no. 3 (January 2002): 27–32. http://dx.doi.org/10.3362/0262-8104.2002.015.

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2

Savitch, H. V. "Global Challenge and Institutional Capacity." Administration & Society 30, no. 3 (July 1998): 248–73. http://dx.doi.org/10.1177/0095399798303002.

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3

Potter, Pitman B. "Selective Adaptation and Institutional Capacity." International Journal: Canada's Journal of Global Policy Analysis 61, no. 2 (June 2006): 389–407. http://dx.doi.org/10.1177/002070200606100210.

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4

S S, Managave, S. S, Managave, and (Dr ). Sudhakar Bhoite. "Institutional Capacity Building for Autonomy & Accountability of Technical Education." International Journal of Scientific Research 2, no. 1 (June 1, 2012): 127–30. http://dx.doi.org/10.15373/22778179/jan2013/45.

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5

Trezzini, Bruno. "Institutional Foundations of Malaysia’s State Capacity." Asian Journal of Public Administration 23, no. 1 (June 2001): 33–63. http://dx.doi.org/10.1080/02598272.2001.10800381.

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6

Desai, Uday, and Keith Snavely. "Technical assistance for institutional capacity building." International Review of Administrative Sciences 73, no. 1 (March 2007): 133–46. http://dx.doi.org/10.1177/0020852307075694.

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7

Bakker, Marloes H. N. "Transboundary River Floods and Institutional Capacity." JAWRA Journal of the American Water Resources Association 45, no. 3 (June 2009): 553–66. http://dx.doi.org/10.1111/j.1752-1688.2009.00325.x.

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8

Оmelchuk, О. І. "INSTITUTIONAL CAPACITY UNITED TERRITORIAL COMMUNITIES IN UKRAINE." "Scientific Notes of Taurida V.I. Vernadsky University", series "Public Administration" 31, no. 6 (2020): 93–97. http://dx.doi.org/10.32838/tnu-2663-6468/2020.6/15.

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9

Miszczak, Katarzyna. "Building new institutional capacity of Polish cities." Biblioteka Regionalisty, no. 19 (2019): 130–45. http://dx.doi.org/10.15611/br.2019.1.10.

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10

Hakim, Lukmanul, Sopyan Resmana Adiarsa, and Ema Ema. "Improving Institutional Capacity Towards Digital-Based Governance." Jurnal Inovasi Pengabdian Masyarakat Sains (JIMAS-Sains) 1, no. 1 (September 1, 2022): 19. http://dx.doi.org/10.33474/jimas-sains.v1i1.15952.

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Digital transformation in the government sector needs to be supported by Human Resources (HR) who have competence in the field of information and communication technology so that digital-based public services by the government can be implemented properly. However, the reality shows that the quality of some of the human resources of the government apparatus in terms of mastering these competencies and awareness of the importance of digital transformation, especially at the village government level, is still low. This issue has become a strategic issue faced by partners in this Community Service (PKM) activity. The stages carried out in the implementation of this PKM include 1) problem mapping and identification of partner needs; 2) analysis of data and information; 3) formulation of solutions; and 4) activity design; 5) implementation; 6) evaluation of activities. The method used in organizing this PKM activity is through seminars and workshops on digital literacy and media literacy, namely media communication. The results of the activity show that 1) increasing awareness of the apparatus about the importance of adaptation and innovation needs to be continuously promoted in order to support digital transformation in the government sector; 2) practical training on how to communicate through digital media needs to be carried out to equip village government officials so that they can minimize the occurrence of misinformation, disinformation and hoaxes which if left unchecked have the potential to trigger conflict between the government and the community.
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11

Anderson, Claire. "Academic and Institutional Capacity: A Global Issue." American Journal of Pharmaceutical Education 72, no. 5 (September 2008): 114. http://dx.doi.org/10.5688/aj7205114.

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12

Mertkan, Sefika, and Ciaran Sugrue. "Building institutional capacity: more accountability than autonomy?" Journal of Organizational Change Management 27, no. 2 (April 8, 2014): 331–43. http://dx.doi.org/10.1108/jocm-07-2013-0142.

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Purpose – The purpose of the paper is to explore the strategies schools use to build capacity in English secondary schools where they operate under strong pressures to improve continuously and failure to do so carries severe penalties. Design/methodology/approach – The approach involved in-depth case studies of six schools that utilized multiple sources of evidence. These include policy documents, interviews with multiple actors and observations of key management meetings. Findings – Findings suggest travelling strategies used by schools, but these are implemented with varying intensity, hybridity and creativity. The common travelling strategies re-contextualized in organizational fields are data workmanship, multi-level monitoring, and performance development. For participating schools, successfully replicating these three pillars through identity cloning, an attempt to establish institutional identities identical to that of the “performing schools”, helps lift schools in different contexts. Originality/value – There has been ample discussion on organizational capacity building, but the evidence on the actual strategies schools use is thin. This paper contributes to knowledge generation and understanding by providing as complete a picture as possible of the strategies schools use while remaining skeptical regarding the long-term consequences of short term “gains”.
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13

Fuller, Crispian. "Corporate Repeat Investment and Regional Institutional Capacity." European Urban and Regional Studies 12, no. 1 (January 2005): 5–21. http://dx.doi.org/10.1177/0969776405048497.

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14

Bettini, Yvette, Rebekah R. Brown, Fjalar J. de Haan, and Megan Farrelly. "Understanding institutional capacity for urban water transitions." Technological Forecasting and Social Change 94 (May 2015): 65–79. http://dx.doi.org/10.1016/j.techfore.2014.06.002.

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15

Rodrigues, Carlos, Artur da Rosa Pires, and Eduardo de Castro. "Innovative Universities and Regional Institutional Capacity Building." Industry and Higher Education 15, no. 4 (August 2001): 251–55. http://dx.doi.org/10.5367/000000001101295740.

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This paper explores the experience of the University of Aveiro in attempting to promote a favourable environment for innovation in the Portuguese industrial region in which it is located. The authors first discuss the barriers faced by peripheral regions in their attempts to establish the continuous interactive process that feeds innovation. They then highlight the role played in such regions by higher education institutions (HEIs) as the main sources of knowledge, and as crucial agents in fostering the social learning processes needed to sustain regional competitiveness. Against this background, the organizational challenges and requirements associated with the role of HEIs in peripheral regions are explored. Finally, the authors emphasize the need for specifically designed intermediate structures linking academia and society and, using the case of Aveiro, examine the process of institutional innovation and learning.
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16

Hamdy, Atef, Mahmoud Abu-Zeid, and C. Lacirignola. "Institutional Capacity Building for Water Sector Development." Water International 23, no. 3 (September 1998): 126–33. http://dx.doi.org/10.1080/02508069808686758.

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17

Bermingham, Jack, and Margaret Ryan. "Transforming International Education Through Institutional Capacity Building." New Directions for Community Colleges 2013, no. 161 (March 2013): 55–70. http://dx.doi.org/10.1002/cc.20048.

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18

Graboyes, Melissa, and Hannah Carr. "Institutional memory, institutional capacity: narratives of failed biomedical encounters in East Africa." Canadian Journal of African Studies / Revue canadienne des études africaines 50, no. 3 (September 2016): 361–77. http://dx.doi.org/10.1080/00083968.2016.1266678.

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19

Bruszt, Laszlo, and Nauro F. Campos. "Economic integration and state capacity." Journal of Institutional Economics 15, no. 3 (October 10, 2018): 449–68. http://dx.doi.org/10.1017/s1744137418000346.

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AbstractWe investigate whether and how economic integration increases state capacity. This important relationship has not been studied in detail so far. We put together a conceptual framework that highlights what we call the Montesquieu, Weber and Smith channels to guide our analysis. Each of these corresponds to a series of mechanisms in three distinct institutional arenas: judiciary, bureaucracy and competition policy. To test our framework, we introduce a new panel of institutional reform measures that allow us to investigate how changes in these three arenas interact with each other and what sequence of changes yields increases in state capacity. The yearly data set covers all the 17 candidate countries to join the European Union (EU) after the 1995 enlargement. Deep integration, we find, can induce broad institutional change by providing incentives for simultaneous change in core state institutions. Bureaucratic independence and judicial capacity seem to be the key engine of the process engendered by the prospect of EU membership. Yet early and abrupt removal of external anchors might generate significant backsliding, or reversals, in domestic institutional change.
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20

Zhang, Liang, Jian Ruan, and Jianhua Ding. "The institutional power shortage in China: Capacity shortage or capacity under-utilisation?" Applied Energy 136 (December 2014): 480–94. http://dx.doi.org/10.1016/j.apenergy.2014.08.106.

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21

Slade, Christine, and Jennifer Carter. "Towards institutional fit? The reality of institutional capacity through two food security exemplars." Geoforum 76 (November 2016): 100–113. http://dx.doi.org/10.1016/j.geoforum.2016.09.001.

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22

Azizah, Lutfia, Andi Chairil Ichsan, and Kornelia Webliana. "ANALISIS KAPASITAS KELEMBAGAAN KELOMPOK TANI HUTAN WAKU LANI DESA LENEK DUREN DAN DESA TOYA LOMBOK TIMUR." Jurnal Sylva Scienteae 4, no. 1 (April 1, 2021): 84. http://dx.doi.org/10.20527/jss.v4i1.3097.

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The Waku Lani forest farmer group is a group which is under the management of the Mount National Park Rinjani this group has an institutional capacity not yet optimal. For upgrade capacity the institutional strategy needed to strengthen management institutional. With forestry number 57 of 2014 and Ostrom Theory (1990) to analyze institutional capacity and analysis SWOT to study group strengthening strategies. Method in this study using the interview method, literature observations and studies. Based on research institutional capacity is carried out in the class category beginner with a score of 210 based forestry number 57 of 2014 and institutional performance in the low category with a score of 13 based on the theory Ostrom (1990) this shows that several indicators need to be optimized through a strengthening strategy for increase group institutional capacity. Strategy what is done is to strengthen institutions through capacity building for group dynamics.Keywords : National Park; Institutional, Strategy, Group Dynamic
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23

SAVCHYN, M. V. "Institutional Capacity of the State and Human Rights." Journal of the National Academy of Legal Sciences of Ukraine 26, no. 3 (2019): 51–72. http://dx.doi.org/10.31359/1993-0909-2019-26-3-51.

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24

Moroshkina, Marina. "Institutional arrangements: SEZ and industrial and investment capacity." Drukerovskij Vestnik, no. 4 (September 2020): 193–207. http://dx.doi.org/10.17213/2312-6469-2020-4-193-207.

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25

Ruggiano, Nicole, and Bethany J. Welch. "Institutional Capacity for Volunteerism in Intergenerational Shared Sites." Journal of Intergenerational Relationships 9, no. 3 (July 2011): 250–63. http://dx.doi.org/10.1080/15350770.2011.593434.

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26

Petrick, Joseph A., and John F. Quinn. "Food policy battles: institutional integrity, capacity, and sustainability." Interdisciplinary Environmental Review 6, no. 1 (2004): 1. http://dx.doi.org/10.1504/ier.2004.053913.

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27

Griffin, Marie L., and John R. Hepburn. "Inmate Misconduct and the Institutional Capacity for Control." Criminal Justice and Behavior 40, no. 3 (October 22, 2012): 270–88. http://dx.doi.org/10.1177/0093854812457920.

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28

Lord, Mimi. "Absorptive Capacity, Learning Orientation and Institutional Investment Performance." Academy of Management Proceedings 2012, no. 1 (July 2012): 13232. http://dx.doi.org/10.5465/ambpp.2012.13232abstract.

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29

Oyeyinka, Banji O. "Institutional capacity and policy for latecomer technology development." International Journal of Technological Learning, Innovation and Development 5, no. 1/2 (2012): 83. http://dx.doi.org/10.1504/ijtlid.2012.044878.

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30

Brown, A. J., and Brian Head. "Institutional Capacity and Choice in Australia's Integrity Systems." Australian Journal of Public Administration 64, no. 2 (June 2005): 84–95. http://dx.doi.org/10.1111/j.1467-8500.2005.00444.x.

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31

Lansang, Mary Ann D., and Remigio O. Olveda. "Institutional linkages: Strategic bridges for research capacity strengthening." Acta Tropica 57, no. 2-3 (August 1994): 139–45. http://dx.doi.org/10.1016/0001-706x(94)90004-3.

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32

Franks, Tom. "Capacity building and institutional development: reflections on water." Public Administration and Development 19, no. 1 (February 1999): 51–61. http://dx.doi.org/10.1002/(sici)1099-162x(199902)19:1<51::aid-pad54>3.0.co;2-n.

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33

Chan, Cora. "Deference, expertise and information-gathering powers." Legal Studies 33, no. 4 (December 2013): 598–620. http://dx.doi.org/10.1111/j.1748-121x.2012.00259.x.

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This article explores two questions. First, in adjudicating claims under the Human Rights Act 1998 (HRA), should the court defer to the executive or legislature on the ground that the latter two institutions possess superior expertise or information-gathering powers, when such expertise or powers fail to generate persuasive first-order reasons for the court? This article argues that rationality requires courts to defer on these second-order grounds of institutional capacity in situations of judicial uncertainty. Secondly, this article examines an underexplored question in the current literature: when is it justified for courts to consider the government as possessing second-order grounds of institutional capacity that warrant deference? It is argued that rational, impartial and open adjudication in the post-HRA era requires the government to prove its claims of superior institutional capacity, and courts to openly scrutinise such claims by considering a number of factors, including, crucially, the government institution's track record of expertise and credibility.
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34

Hutchison, Marc L., and Kristin Johnson. "Capacity to trust? Institutional capacity, conflict, and political trust in Africa, 2000–2005." Journal of Peace Research 48, no. 6 (November 2011): 737–52. http://dx.doi.org/10.1177/0022343311417981.

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Civil conflict and state failure has often been linked to breakdowns in regime legitimacy. Trust in government is a critical element of regime legitimacy and the state’s ability to mediate between the demands of competing groups within society. We contend that government capability is a primary factor in shaping individuals’ ascription of legitimacy to the state. Capable governments foster perceptions of legitimacy while poor institutional performance decreases the degree to which individuals trust their government. While some tests of this relationship exist in extant literature, much of the work fails to integrate both micro- and macro-level factors, is confined to regions with established state performance, or is based on single-country studies. Our approach avoids many of these deficiencies by using 32 Afrobarometer surveys collected across 16 different countries from 2000 to 2005 and employing hierarchical linear models to estimate the effects of temporal-specific, state-level variables on levels of individual trust. We find that higher institutional capacity is associated with increased levels of individual trust in government across African countries. Furthermore, we demonstrate that this effect on political trust is independent of other individual-level attitudes, socio-economic characteristics, and a state’s prior internal conflicts.
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35

van de Meene, S. J., R. R. Brown, and M. A. Farrelly. "Exploring sustainable urban water governance: a case study of institutional capacity." Water Science and Technology 59, no. 10 (May 1, 2009): 1921–28. http://dx.doi.org/10.2166/wst.2009.190.

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The sustainable urban water management system is likely to be characterised by complex and flexible governance arrangements, increased inter-organisational interaction and wide stakeholder participation, which contrasts significantly with the traditional approach. Recently there has been significant financial investment in urban water reform, however the reforms have not been as successful as anticipated and numerous institutional barriers remain. Understanding and assessing institutional capacity is central to addressing institutional impediments. Institutional capacity comprises individual, intra- and inter-organisational and external rules and incentives capacities. This paper reports on the first case study of a social research project that aims to develop an institutional capacity assessment framework. Empirical data from semi-structured interviews with 59 water industry experts in Sydney, Australia, and a broad literature survey were used. The key capacity attributes identified could form the basis of an institutional capacity assessment tool and reveal common and differing attributes across stakeholder groups which provide insight into stakeholder relations. Synthesis of the results revealed that intra- and inter-organisational capacities were facing particular challenges and should be explicitly addressed in reform, policy and capacity development initiatives.
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36

Sakawati, Herlina, Sulmiah Sulmiah, Novayanti Sopia Rukmana, Widyawati Widyawati, and Andi Tenri Citra Sari. "Institutional Capacity in Clean Water Management in Jeneponto Regency." Jurnal Ilmiah Ilmu Administrasi Publik 9, no. 2 (February 4, 2020): 295. http://dx.doi.org/10.26858/jiap.v9i2.12311.

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This study aims to analyze the institutional capacity in Jeneponto Regency in the management of clean water. The study was conducted using descriptive qualitative methods. Data collection is done through observation and interview techniques, which are strengthened from data from related institutions. The results showed that five dimensions were used to look at institutional capacity, only one dimension contributed to increasing the existing institutional capacity, namely the Social Norms, Values and Practice dimensions. And for the other four dimensions namely, individual dimensions, organizational dimensions, organizational network dimensions, and public governance dimensions still need to be improved. Institutional capacity in the management of clean water in Jeneponto Regency requires rules that govern cooperation between all agencies that have a connection in the management of clean water. The government needs to give training and education to employees.
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37

Heyns, Piet. "Water institutional reforms in Namibia." Water Policy 7, no. 1 (February 1, 2005): 89–106. http://dx.doi.org/10.2166/wp.2005.0006.

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After years of colonial rule and a long struggle to end external administration, Namibia became independent in 1990. The realization of political reform within a modern democratic framework has called for wide-ranging reforms in all sectors of the economy to which the water sector is not an exception. Institutional reforms in the water sector were undertaken with an overall aim of introducing integrated water resources management as a durable solution to the water challenges of the arid environment prevailing in Namibia. The reforms included the development of a new national water policy, the preparation of draft legislation, and new organizational changes to develop, manage and regulate activities in the water sector. Although institutional reforms in the water sector are necessary to meet the demands of a new nation, they cannot succeed without the required level of skill and capacity both within and outside water administration. While it is relatively easier to formulate new policies, promulgate legislation and create new organizations, it is very difficult for an emerging country to develop quickly the human capacity necessary to handle the reforms, especially when inadequate funding constraints create a conflict between resource development and capacity building.
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38

Azamela, John Coffie, Zhiwei Tang, Ackah Owusu, Sulemana Bankuoru Egala, and Emmanuel Bruce. "The Impact of Institutional Creativity and Innovation Capability on Innovation Performance of Public Sector Organizations in Ghana." Sustainability 14, no. 3 (January 26, 2022): 1378. http://dx.doi.org/10.3390/su14031378.

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The public sector continues to be under intense pressure to improve its innovation performance. Consequently, stakeholders are calling for more empirical studies on the antecedents of innovation, especially from a developing country’s perspective. Motivated by this call, we investigate the impact of institutional creativity and institutional innovation capacity on public innovation performance in the context of Ghana. Key to our model is that, institutional creativity and institutional innovation capacity are also enabled by inter-agency collaborations, institutional leadership, and stakeholder pressure. The partial least squares structural equation model is employed to estimate the survey responses of 195 respondents from fifty public sector institutions. The empirical analysis confirms that organizational creativity has a positive and significant impact on innovation performance, innovation capacity has a negative and insignificant impact on innovation performance, and inter-agency collaboration and institutional leadership contribute positively to institutional creativity and innovation capacity. However, stakeholder pressure negatively impacts both institutional creativity and innovation performance. This study contributes to knowledge on the antecedents of public innovation performance from a developing country’s perspective. It also advances theories on public innovation performance.
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39

Forkuoh, Solomon Kwarteng, Yao Li, Mavis Boatemaa Ampadu, and Michael Aboagye Osei. "Institutional Support in Managerial Capacity Building and SMEs Growth." Open Journal of Business and Management 04, no. 02 (2016): 188–205. http://dx.doi.org/10.4236/ojbm.2016.42021.

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40

Stensaker, Bjørn. "Building institutional capacity for student competencies: An organizational perspective." International Journal of Chinese Education 10, no. 1 (April 19, 2021): 221258682110062. http://dx.doi.org/10.1177/22125868211006200.

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One of the key ambitions of universities around the world is to improve the educational design and delivery to the benefit of their students. Many universities acknowledge that they need to educate students for a future characterised by high levels of uncertainty in which individuals need to possess substantial confidence and competencies to navigate. While much attention has been given to the need for innovation in educational design, this paper focuses more on the organizational conditions needed to realize the necessary changes. Based on a review of current organizational developments and characteristics of universities, it is argued that a number of tasks, areas and practices need to be better integrated if higher education is to fulfil their ambition to equip students with the competencies needed for the future.
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41

Demchenko, Ivan. "Institutional capacity on protection against infectious diseases in Ukraine." Law Review of Kyiv University of Law, no. 1 (April 15, 2020): 196–205. http://dx.doi.org/10.36695/2219-5521.1.2020.40.

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The reform of sanitary and epidemiological surveillance and protection of the population against infectious diseases is accompanied by serious challenges and unforeseen circumstances. In Ukraine, a significant number of persons who are infected with hepatitis C and B. Ukraine is a leader in Europe in terms of HIV prevalence. In 2019, half of all measles cases in the European Region were reported in Ukraine. In the same year, the number of cases of diphtheria increased. In Ukraine, a significant number of tuberculosis patients. Coronavirus (COVID-19) is spreading worldwide today. In this article, we will focus on issues Institutional capacity on protection against infectious diseases in particular, and sanitary-epidemiological surveillance in particular. The Ministry of Health of Ukraine is the central executive authority, which provides formation and implementation of the state policy on protection of the population health against infectious diseases. The Ministry of Health of Ukraine also ensures the formation of state policy in the areas of sanitary and epidemiological well-being of the population. What executive authority implements the state policy in the sphere of sanitary and epidemiological well-being of the population, regarding the protection of the population from infectious diseases? This authority was the State Sanitary and Epidemiological Service of Ukraine (SES). In 2014, the Cabinet of Ministers of Ukraine decided to reorganize the SES. The decision on the reorganization of the SES was appealed in court and was found unlawful. In 2017, the Cabinet of Ministers of Ukraine changed its previous decision - now the SES was not subject to reorganization but liquidation. In terms of unlawfulness / lawfulness of actions (decision-making) by the Cabinet of Ministers of Ukraine were analyzed. The conclusion: Cabinet of Ministers had been acted in full compliance with the requirements of the legislation. An analysis of the history of the delegation of powers of the SES (including the results of court proceedings in this case) shows that: the functions of the implementation of state policy that belonged to the SES were entrusted to the State Service on Food Safety and Customer Protection, without functions of the implementation of state policy in the field of epidemiological surveillance. The problem is that, term what is “epidemiological surveillance”, at least at the legislative level is not set. At national legislation is enshrined and detailed in the subordinate legal acts “state sanitary and epidemiological surveillance”. It is justified that the transfer of the powers of the SES was not carried out properly and, in fact, its powers are not assigned to any of the state authorities.
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42

Healey, P. "Building Institutional Capacity through Collaborative Approaches to Urban Planning." Environment and Planning A: Economy and Space 30, no. 9 (September 1998): 1531–46. http://dx.doi.org/10.1068/a301531.

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Improving the qualities of places is attracting increasing policy and academic interest in contemporary Europe. This raises questions about the appropriate governance capacity to deliver such improvements. I argue that a key element of such capacity lies in the quality of local policy cultures. Some are well integrated, well connected, and well informed, and can mobilise readily to act to capture opportunities and enhance local conditions. Others are fragmented, lack the connections to sources of power and knowledge, and the mobilisation capacity, to organise to make a difference. In recent years, the emphasis in attempts to change urban governance capacity, particularly in Britain, has been on encouraging catalytic projects and partnerships. Recent experience across Europe suggests that wider transformative effects are difficult to achieve without careful consideration of the partnership form and how it connects to the wider policy culture. They may also have the effect of increasing the fragmentation of local capacity. I examine the potential of collaborative approaches in place-making initiatives in achieving more effective and durable transformations. Collaborative approaches emphasise the importance of building new policy discourses about the qualities of places, developing collaboration among stakeholders in policy development as well as delivery, widening stakeholder involvement beyond traditional power elites, recognising different forms of local knowledge, and building rich social networks as a resource of institutional capital through which new initiatives can be taken rapidly and legitimately. They shift the task of urban planning from ‘building places’ to fostering the institutional capacity in territorial political communities for ongoing ‘place-making’ activities.
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43

Blomquist, William, and Elinor Ostrom. "Institutional Capacity And The Resolution Of A Commons Dilemma." Review of Policy Research 5, no. 2 (November 1985): 383–94. http://dx.doi.org/10.1111/j.1541-1338.1985.tb00364.x.

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44

Goodwin, Mark. "Book Review: Urban governance, institutional capacity and social milieux." Progress in Human Geography 27, no. 5 (October 2003): 663–64. http://dx.doi.org/10.1177/030913250302700511.

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45

Iyoboyi, Martins, and Latifah, M. Pedro. "Institutional Capacity and Macroeconomic Performance: Empirical Evidence from Nigeria." Research in Applied Economics 6, no. 1 (January 19, 2014): 38. http://dx.doi.org/10.5296/rae.v6i1.4309.

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46

Hattori, Takashi. "Building the institutional capacity for trade and the environment." Interdisciplinary Environmental Review 8, no. 2 (2006): 70. http://dx.doi.org/10.1504/ier.2006.053957.

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47

Chadee, Doren, and Banjo Roxas. "Institutional environment, innovation capacity and firm performance in Russia." Critical perspectives on international business 9, no. 1/2 (March 2013): 19–39. http://dx.doi.org/10.1108/17422041311299923.

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48

Dayson, Chris, Angela Ellis Paine, Rob Macmillan, and Elizabeth Sanderson. "Third sector capacity building: the institutional embeddedness of supply." Voluntary Sector Review 8, no. 2 (July 14, 2017): 149–68. http://dx.doi.org/10.1332/204080517x14896680067107.

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49

Williams, Gwyndaf. "Institutional capacity and metropolitan governance: the Greater Toronto Area." Cities 16, no. 3 (June 1999): 171–80. http://dx.doi.org/10.1016/s0264-2751(99)00014-1.

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50

Nientied, Peter, and Sorina Racoviceanu. "Local government training capacity in Romania: an institutional perspective." Habitat International 24, no. 4 (December 2000): 433–42. http://dx.doi.org/10.1016/s0197-3975(00)00008-4.

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